prof. roy levow session 2. define the project develop a detailed plan launch the plan monitor /...

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Prof. Roy Levow Session 2

Author: julius-osborne

Post on 17-Jan-2018




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Prof. Roy Levow Session 2 Define the Project Develop a Detailed Plan Launch the Plan Monitor / Control Project Progress Close Out the Project Critical Step Often Underrated State Problem / Opportunity Establish Project Goal Define Project Objectives Identify Success Criteria List Assumptions, Risks, Obstacles Determine details of project Identify Project Activities Estimate Activity Durations Determine Resource Requirements Construct / Analyze Project Network Prepare Project Proposal Detailed description of each work activity Resources required for each activity Schedule (start / end) dates for each activity Estimated cost and completion date for project Many questions to answer and options to consider Take into account unplanned variations Recruit and Organize Project Team Establish Team Operating Rules Level Project Resources Document Work Packages Monitoring and Control Processes Establish Progress Reporting System Set up Change Control Tools / Process Define Problem Escalation Process Monitor Project Progress Against Plan Revise Project Plan Obtain Client Acceptance Install Project Deliverables Complete Project Documentation Complete Post-Implementation Audit Lessons Learned Celebrate Use Linear approaches when: The solution and requirements are clearly defined You do not expect too many scope change requests The project is routine and repetitive You can use established templates Use Incremental approaches when: Same conditions as the Linear approach but the customer wants to deploy business value incrementally There may be some likelihood of scope change requests Use Iterative approaches when: You feel that requirements are not complete or may change You will learn about remaining requirements in the course of doing the project Some features of the solution are not identified as yet Use Adaptive approaches when: The solution and requirements are only partially known There may be functionality that is not yet identified There will be a number of scope changes from the customer. The project is new product development or process improvement oriented. When the development schedule is tight and you cant afford rework or replanning. Use Extreme approaches when: The goal and solution are not clearly known The project is an R&D type project. Quality of Deliverable product/service/process Project management process Identify Critical Success Factors (CSFs) Identify Business Processes Grade current quality of business processes Match to business processes to CSFs Count commonalities Chart process grade against number of CSFs Priority goes to low grades with high CSF ratings What are the Risks? What is the Probability of Loss from each Risk? How much are the losses likely to cost What is the worst-case scenario? What are the alternatives? How can losses be reduced or eliminated Will alternative procedures produce other risks?